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Page 8Six principles of change1. Communicate so people get it and spread it 2. Harness your most valuable players3. Accelerate change through communities that perform 4. Notice the territory of change5. Generate dramatic surges in progress6. Expect trouble and break through logjams

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Page 14Change to improve 1 of 2Change starts with managementFocus and commitmentAn agendaMonitor progressThe way of doing business

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Page 15Change to improve 2 of 2QUESTIONS TO ASKWhy am I doing this activity?Are the tasks and responsibilities properly matched with the department and individual?Is there a faster(or more efficient or better) way to do things?Are we doing tasks in the right order?

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Page 17Dealing with demographic change 1 of 5WHY A LABOUR FORCE SHORTAGEBirth Rates Declining Throughout the WorldCanada’s Birth rate is below replacement levels“Revolution in Fertility”Population is agingMany countries have inverted population pyramidAge at which people are taking retirement hasfallenPeople are staying in school longer (or returning)Increasing skill-intensity of employmentGreater international competition for labour

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Page 18Dealing with demographic change 2 of 5SKILLS SHORTAGEWith the emergence of the knowledge economy theproportion of the workforce requiring some form ofeducation or training post high school will increaseDramaticallyUS Department of Education shows that 60% of all newjobs in the 21st century will require skills that arepossessed by only 20% of the current workforceCanadian data estimates that by 2031 Canada will need77% of our workforce to have post secondary credentials (significantly higher than the 60% we now enjoy)

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Page 20Dealing with demographic change 4 of 5SKILLS MISMATCHWe face a future with:Large numbers of unskilled workers looking for jobs that require skills they do not possess, and a large number of jobs that will go unfilledRetirements will be highest in occupations requiring skillsBut production of graduates from post secondary institutions is starting to shrink

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Page 25Change process to transform an organizationCreate a sense of urgencyCreate a strong change coalitionCreate a visionCommunicate the visionEmpower others to act on the visionSystematically plan and create short term winsConsolidate improvements and produce more changeAnchor the changes in the organizational culture

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Page 29Why change fails 1 of 2LEADERSHIPFailure to create shared vision and sense of urgencyFailure to create a coalition for changeFailure to communicate and role modelFailure to remove barriersFailure to achieve early wins and resultsClaiming success before change has been embedded into the organization as a core function

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Page 32Making change work 1 of 3 InclusivenessUnderstand the impact of changeCommunicateResourcesMeasurement and outcomes

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Page 33Making change work 2 of 3 Leadership and governanceStakeholder engagementCommunication planning and deliveryWorkflow analysis and redesignTraining and education

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Page 34Making change work 3 of 3SWOT ANALYSISStrengthsare positive characteristics that an organization can take advantage of to achieve its strategic goalsWeaknessesare internal characteristics that may restrain or restrict the organization’s performanceOpportunitiesare characteristics of the external environment that have the potential to help the organization achieve its strategic goalsThreatsare characteristics of the external environment that may prevent the organization from achieving its strategic goals

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Page 36Embedding change during restructuring 1 of 2Set clear people, as well as business, objectivesEngage unions from the outsetHelp employees embrace changeListen to employeesSupport managersSupport those who leave

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Page 37Embedding change during restructuring 2 of 2Set measurable people objectives from the outsetInvite union representatives to help create the solutionHelp employees redefine their value in terms of their skillsGive employees an opportunity to vent their frustrationsDon’t assume managers will be effective without supportHelp employees who want to leave to move on

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Page 39The change equation 1 of 2The theory is that change takes place only when:The desire for change, the vision of the change, and the knowledge of the change process is greater than the value of leaving things as they are.